“No Capes”: We are not superheroes

Psychologist Dr. Marieke Ledingham from the University of Notre Dame in Australia recognises that self-care and wellbeing strategies are essential to facilitating wellbeing and positive mental health, but only when we, and our workplaces, also recognise, and then learn to accept, our own vulnerabilities and limitations¹

So, what can we do about it? Well, the approach must be two-fold. Most research to date focuses on the role of the workplace environment. I think everyone will have read about workplace changes that can be made including supporting flexible working hours, encouraging a strong work/life balance, and providing opportunities for both clinical growth and role progression. These areas are incredibly essential to consider, but what can WE, as therapists and employees, do about it ourselves?

Image source: Pinterest, “CatWoman” by Britney Elsey, 2018

Most of us will speak to our colleagues, friends, and even participants about the importance of practicing self-care, and then turn around and do the opposite in our own lives. Thus, the paradox is born where therapists and employees frequently avoid seeking the same help they offer to others. But what is self-care? Simply put, the Black Dog Institute defines it as “the activities that we deliberately choose to engage in on a regular basis to maintain and enhance our health and wellbeing”. These can be virtually anything that takes us away from work and can include getting into nature and going for a hike, jumping out of a plane to go skydiving, or a bit slower pace and catching up with mates for a coffee.

By incorporating self-care activities into your daily routine, it gives give your mind and body the break or time out that it requires to “rest, reset and rejuvenate”².

This relates to a concept I often refer to as ‘superhero thinking’ where therapists and employees believe they are required to solve all the ‘problems’ going on in their participants lives. And what’s more, do it all in the one appointment! When this doesn’t occur it can lead feeling discouraged and questions like ‘well, what’s the point?’. As Figley³ notes, ‘helping practitioners’ are often revered by the community and employers’… but may begin to seem to ‘forget they are human beings as well’. This may lead therapists and employees overestimating their ability to withstand stress and burnout¹.

A workplace is made up of multiple teams, with therapists and employees often sitting across several of these. By instilling a psychologically safe environment these teams can provide an opportunity to discuss and explore things in groups. A platform for validation. A space to laugh. By leaning into these teams and actively listening, reflecting, and learning from the experiences of peers we can identify that we’re not doing things on our own and challenge concepts such as ‘imposter syndrome’. Significant evidence has been published that shows by bringing these thoughts into the open and discussing in small and supportive groups can be hugely beneficial in promoting positive wellbeing⁴.

As touched on, workplaces play a primary step in helping facilitate wellbeing by fostering a psychologically safe environment and providing the opportunities where therapists and employees feel confident to speak up and explore what they’re feeling.

The next step is on us!